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Click here or scroll down to respond to this candidateCandidate's Name
Lean/Quality Operations Excellence LeaderNew Bern, NC Street Address
EMAIL AVAILABLEPHONE NUMBER AVAILABLEDegreed, multi-disciplined engineer, black belt and leader of change management, continuous improvement and lean, more productive manufacturing and transactional business cultures. Experience includes quality, manufacturing and industrial engineering analyzing, correcting and improving functional business processes within fast-paced low, medium and high-volume metal fabrication, injection molding, chemical finishing and manual to fully-automated assembly, supply chain and health care performance excellence capacities. Seventeen years experience leading technical, inspection, auditing, production, apprentice, maintenance and intern personnel targeting innovative problem solutions, improvement strategies and growth opportunities through continuous improvement of cost, quality, productivity, maintenance execution and management, safety, customer service, team development, inventory control and performance to promise to exceed customer expectations.Work ExperienceOperations ConsultantCDO Technologies, Incorporated - Cherry Point, NCOctober 2018 to Present Provide Industrial, Quality and Manufacturing Engineering consulting support for the "Asset to Workload" line of effort at the US Navy's Fleet Readiness Centers in Cherry Point, North Carolina, San Diego, California and Jacksonville, Florida. Define and capture industrial asset to workload associations by identifying machinery/equipment and associated executions performed to service or assemble customer products. Associations support maintenance readiness confirming sustainability and reliability of equipment, appropriate resource utilization, site capability and capacity. Focus applied to single point failures and a predict and fix depot maintenance planning model. Operations ConsultantSelf-employed - New Bern, NCOctober 2016 to October 2018 Provided Industrial, Quality and Manufacturing Engineering consulting services to local discrete industrial equipment manufacturers and a tooling fabrication shop for rapid implementation of operational solutions that sustain the gains. Supported company efforts to attain ISO 9001:2015 certification and pass quarterly UL surveillance audits for meeting production and technical operations compliance. Companies are meeting and/or exceeding latest accreditation standard dated September 2018. Partnered with company driving special projects to resolve systemic issues and support strategic initiatives, informing and advising senior leadership, department heads, stakeholders and other relevant management of important developments and problem areas toward meeting performance goals. Routinely evaluated equipment performance and reliability, engineering and inspection reports and lifecycle history including failure modes and mitigation strategies for improvement opportunities. Collaborated, negotiated and persuaded company management and their employees cross- functionally to define, accept and implement significant findings and recommendations for change management and continuous improvement. Validated and prioritized facility and equipment requirements in production and warehouse environments to improve identification and supply of small electronic connectors, lubrication valves and accessory kits and improved equipment performance eliminating downtime, material handling, rework and customer complaints. Corrective actions included common accessory kits, changes in process flow and site layouts, laser etching in place of pad printing, better visibility at inspection, CMMS or no less than an appropriate preventive maintenance program for aging and neglected machinery and equipment. Primary technical interface with all internal organization levels including CEOs, VPs, plant and department heads, managers, engineering and maintenance, supervisors, material handlers, technicians and inspectors, lead and production associates, administration and many more with multifaceted personalities leveraging internal resources when applicable with a consultative and professional approach where communication, training and technical awareness is critical to delight the customer.Quality Assurance/Lean Six Sigma EngineerChatsworth Products, Incorporated - New Bern, NCApril 2007 to August 2016 Executed continuous improvement initiatives by providing industrial, quality and manufacturing engineering project management support for a global producer of computer systems storage solutions. Led new product and process introductions and cross-functional teams driving improved production capability, capacity, performance and mix, process optimization and reliability, safety and reduced asset life-cycle costs. Designed, developed and rolled-out lean equipment, process improvement and problem-solving initiatives including reliability-centered maintenance, robotic welding, cardboard box forming and carton sealing, finishing line upgrades, facility plans, material handling methods, supplier corrective actions and statistical process control among others. Customer liaison, plant management representative and subject matter expert for the Technical Support and Customer Service teams ensuring customer deliverables are precise, consistent and predictable and overall expectations are being met. Managed customer and supplier field visits where necessary defining resource needs and negotiated with appropriate managers for personnel to accomplish tasks supporting our customers. Management representative for production and technical operations compliance audits including ISO, UL, state and federal EHS, internal and any customer requested surveillance. Slashed customer complaints 62% from the third quarter 2015 to second quarter 2016 by training core team members with lean process improvement tools and empowering them to drive home appropriate corrective actions including implementation of barcode scanning and inventory tracking in the warehouse and shipping areas, better finished goods identification, consolidation of daily production and shipping reports for integration with ERP, layout improvements, packaging upgrades and team training to accept process ownership. Collaborating with subject matter experts and contractors, executed projects and became sole source of communication with the customer regarding non-compliant products, replacements, corrective actions, spare purchases and field trials world-wide. Developed stronger personal and business relationships and improved customer satisfaction. Active role model and positive influence for team of engineering assistants, inspectors, auditors and interns by developing, managing and enforcing company policies, procedures, training and evaluating performance. Part time responsibility for as many as 100 direct reports over multiple shifts as well. Lean Six Sigma project manager to improve throughput and material flow in sheet metal fabrication by layout changes, data-driven scheduled maintenance, training, setup and scrap reduction generating over $87,000 in annual savings. Lean Six Sigma project manager to eliminate missing accessories from end products generating$12,000 in annual savings and reducing scrap while improving workflow in extruded channel fabrication saving more than $50,000 annually. Optimized machining equipment utilization and capacity by converting a repair and replace preventative maintenance process to a predict and fix model, where possible, relying on lifecycle histories, data and statistics for failure modes, downtime, MTBF, depreciation value, replacement part availability, machine learning and associate training to make predictions about future outcomes and plan corrective actions. Equipment included punch and laser fabricators, welders, press brakes, punch presses, wet grainers, parts washers, paint and plating line equipment, wastewater measurement sensors and controllers, tools, drill bits, dies and more. Successfully launched contract manufacturing start-ups in Asian and European markets at sites in Ningbo, China (April 2009) and Vilnius, Lithuania (August 2009) as part of international market expansion initiative.Senior Manufacturing EngineerStanadyne Corporation, Precision Technologies Group - Jacksonville, NC April 2005 to August 2006 Led evolution/change of current to future state manufacturing processes by driving methods, quality, and cost improvement projects, developing new work techniques and practices, designing and fabricating production tooling, automating assembly, procuring gauging, maintaining budgets, developing safety and ergonomics initiatives and managing lean projects for a high volume automotive components manufacturer. Led TS 16949 surveillance, all customer audits and directed compact pencil nozzle maintenance team. Lean Six Sigma project manager reducing injector nozzle pressure decay rejects and establishing a nozzle rework loop, both yielding $53,000 and $90,000 in annual savings respectively. Technical representative on project to reduce nozzle seat leak rejects by $20,000 annually. Established kanbans, developed new material delivery methods and directed proactive Kaizen, 5S and lean process improvement teams for nozzle injector assembly as part of company lean business process initiative. Consistently applied proven analytic troubleshooting, process analysis, engineering principles, methods and techniques to detect problems and establish root cause of failures for safer, more reliable operating systems.Management (Industrial) EngineerCraven Regional Medical Center - New Bern, NCApril 1996 to September 2004 Provided engineering project management support for methods, quality and cost improvement initiatives with process evaluations and time studies, standard work recommendations, budgeting and financial analysis, lean healthcare practices, safety/ergonomics compliance, facilities planning, and systems benchmarking for a primary and satellite healthcare provider. Created hospitals data-based decision support system for managed care contract negotiations, directed flexible budget training, conducted departmental labor studies, monitored and reported productivities with recommendations for efficient resource utilization and consulted on lean healthcare and PDCA (Plan-Do-Check-Act) process improvement efforts and certificate of need justifications for the hospital to provide additional services. Delivered staffing analyses in forty-seven nursing and ancillary departments between January 1997 and 1999 slashing labor costs an average of $100,000+ annually for lean initiative. Analyzed inpatient nursing documentation for duplication and irrelevant information while meeting Joint Commission compliance standards eliminating 15,782 hours (8 full time employees) for an annual savings of $386,668. Negotiated investment of $50,000 for purchasing 8 motorized patient lifters to reduce workplace injuries associated with lifting and transporting patients yielding an estimated annual avoidance of$84,000 in workers compensation claims. Led hospital to a 16 percent campus-wide reduction in workplace injuries from January 1999 through June 2000 as recognized by the North Carolina Department of Labor. Prepared facility design plans for the Finance/Accounting office operations and medical records storage site.Plant Industrial EngineerHamilton Beach/Proctor-Silex, Incorporated - Washington, NC June 1992 to March 1996 Served as site industrial engineer providing engineering project management support applying industrial engineering theories and principles to ensure complex system integration, optimized processes, maximum productivity and efficiency with improved customer service and quality in both office and industrial environments for a high volume injection molding and home appliance manufacturer. Re-engineered retail blender production and plastics molding operations to create high volume assembly and test cells yielding better process capability, efficiency, capacity and mix with reduced machine setup and downtime, floor space, material handling, rework and safety related concerns. Incorporated flexible pneumatic driver assemblies mounted to speed adjustable feeder-line conveyors to solve the problems associated with repetitive motion injuries. Project cost was $140,000 with annual savings estimated at $403,300. Coordinated introduction of several new blenders, food processors and slow cookers requiring interaction with outside vendors, design engineering, purchasing, quality, plastics molding, assembly and warehouse/stockroom to ensure timely production start-up. Proposed new policies to obtain effective results, overcome unusual and controversial problems and meet individual program and customer requirements; specifically, the process of accepting returns from major retailers. Rolled out policy change requiring a major retailer (Walmart) to confirm valid returns. Hundreds of returns were items of equal weight from another manufacturer or simply trash(i.e. a rock) inside the box. Returns dropped without feared loss of business. Member of first and second company value improvement teams to exceed one million dollar cost reduction goals for 1993 and 1994. Personally submitted $272,000 and $285,000 toward each goal. ISO 9000 internal quality auditor and company management representative for first successful compliance audit. Purchased and installed three automatic box folding and sealing machines to increase throughput and eliminate repetitive motion injuries caused by closing cartons prior to taping. Project cost was$45,810 yielding an estimated $59,100 in annual savings. Developed and implemented ergonomically-correct work techniques and procedures slashing accident frequency and severity rates by 42 percent and 70 percent, respectively, while boosting plant-wide efficiency 20 percent in the same period. Analyzed productivity making recommendations regarding efficient utilization of personnel, equipment, facilities, material, energy and information resources. Planned and executed appropriate preventive maintenance and repair of existing facilities, machines and equipment.EducationBachelor of Science in Engineering ManagementNorth Carolina State University - Raleigh, NCSkillsQuality systems development and management, New product introductions, Project management, Lean Operations, Safety, Ergonomics and Regulatory compliance, Work measurement, Cost reductions, Capability and Capacity improvement, personal and network computer applications including AutoCAD, SolidWorks, Microsoft Office, Minitab, PC-DMIS, SAP, PDM and BPCS ERP systems. (10+ years) Certifications and LicensesLean Six Sigma Black BeltJune 2010North Carolina State UniversityLean Six Sigma Green BeltJanuary 2006Air Academy AssociatesMTM-1 work measurementJune 1993Al Rose I.E. & Supervisory TrainingBasicMOST work measurementJune 1994H. B. Maynard & CompanyConstruction Quality ManagementNovember 2004U.S. Army Corps of Engineers |
